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December 27 外国人眼中的中国政党--翻译《毛泽东管理艺术》翻译：Mao and the art of management 毛泽东管理艺术【PART I】
分类： 未分类 ===========写在前面的话============ 翻译它，不是因为赞同它。而是因为我们需要知道，他们怎么看我们。里面大量的史实我都重新去查证过，虽然不算考证那么严密，但是大量的事实仍然证明，这篇文章的作者在刻意引述一些有利于他的偏见的数字和文献，而且很多地方主观而偏激。 我翻译的很是郁闷。又要体现作者的偏执，又讨厌这样的文风。 但是事实上，在英国一年以来，一直试图了解他们对我们的看法。通过和他们的交谈让我觉得，他们对我们的一知半解往往是情绪化的，错误的，被媒体和所谓的评论人士误导的。套用英国政策研究委员会director的话：其实我们中的很多人并不真的知道中国，知道吗，英国90%的人从来没有到英国以外的地方看过。 因此，我们每个留学生，都是他们了解中国的渠道。
请更加勤奋，请更加谦虚，请更加理性客观，请更加的环保更加的为人着想，请更加的有责任心。 请做好中国的代言人。 无论如何，有则改之无则加勉，即使是不喜欢这样的文章，他也提供了某种程度上的，新的思路。
===========欢迎对翻译进行讨论=========== Christmas Specials
圣诞特辑 Staying at the top
永远的权力巅峰
Mao and the art of management 毛泽东和管理艺术 ..h 2007
A role model, of sorts 某种程度上的登峰造极 Books on management tend to define success in the broadest possibleterms—great product, happy employees, continuous improvement, gobs ofprofits, crushed competitors. Even when words such as “excellence” and“success” are omitted from the title, they are often implicit. A casein point is the book which many would say defined the genre, AlfredSloan's “My Years with General Motors”, published in 1963 when GMwas still an iconic company and Sloan correctly acknowledged as thearchitect of the well-run, decentralised, global corporation.
But focusing on how the best produce the best has its limits. Mostmanagers, after all, do not stitch an industrial triumph from a vastbankrupt junkyard, as Sloan did. They do not delight their customer,crush competitors and create vast wealth. They struggle. They stumble.
管理学著作中定义的一个完美的成功团队具有以下特质：极高的绩效，团队成员在工作中感到愉快，团队持续的自我提升，产生超额的利润，让竞争对手毫无立足之地。对于这样一个团队，即使他们不自称是一流的，成功的，人们也不会对此产生怀疑。这样谦虚的典型例子，就是AlfredSloan在1963年出版的自传《我在通用汽车的岁月》。那时，通用汽车还是全球企业的样板，而AlfredSloan则被认为是这个高效运作，各分公司独立核算的跨国企业的缔造者。但是仅仅把目光放在由一流管理者创造的一流企业，未免有些局限性。大多数的管理层做不到能象AlfredSloan那样，将一个几乎要破产的垃圾公司一举振兴为行业翘楚。他们即无法让客户满意，也不能打垮对手，更别提创造巨大的财富了。他们不过是在挣扎，跌跌撞撞地前进而已。 Where is the book for them? Who can help the under-performing,over-compensated chief executive fighting to survive intrusivejournalists, independent shareholders and ambitious vice-presidents whocould do a better job? Where is the role model for the manager whoreally needs a role model most—the one who by any objective measure ofperformance cannot, and should not, manage at all? 那么，他们应该向谁看齐？谁可以给这些尸位素餐的管理人员们指明前进的方向，让他们能够在挑剔的媒体、股东以及随时准备取代自己的副手之间生存下来？谁又能为这些最需要学习管理技巧的管理人员们提供一个从任何角度来说，都是完成了“不可能任务”的完美样板？ An obvious candidate is Mao. Yes, he was head of a country, not acompany. But he self-consciously carried a business-like title,“chairman”, while running China from 1949 until dying in office in1976, having jailed, killed, or psychologically crushed a succession oflikely replacements and therefore created the classic business problem:a succession void. He thought of himself as, in his own words, an“indefatigable teacher” and the famous “Little Red Book” drawn from hisspeeches is packed with managerial advice on training, motivation andevaluation of lower-level employees (cadres); innovation (“let ahundred flowers bloom”); competition (“fear no sacrifice”); and, ofcourse, raising the game of the complacent manager (relentlessself-criticism). 毛泽东显然是个很好的榜样。不错，他并非公司的领导，而是一个国家的领袖。但是他给自己定义的职位却听起来很有公司领导的感觉：主席。从1949年执政开始，到1976年在主席的位置上逝世的这些年间，他连关带杀，以及从心理上摧毁了所有可能对他的位置产生挑战的竞争者。也正因此产生了一个管理学上典型的困境：后继无人。他自视为“诲人不倦的教师”（《毛泽东选集》第二卷第五一零页），那本有名的红宝书上，是他历来的演讲，里面都是一些管理学上的建议，比如如何进行新员工培训，如何激励员工，如果评价底层员工（基层员工），如果创新（“百花齐放”），如何竞争（“不怕牺牲”），当然，还有如何让恃功骄纵的管理层清醒下来的方法（无情的自我批评） Mao still has at least a symbolic hold over the Chinese economy,even though it began to blossom only after death removed hissuffocating hand. His portrait is emblazoned on China's currency, onbags, shirts, pins, watches and whatever else can be sold by theinnumerable entrepreneurial capitalists that he ground beneath his heelwhen in power. No other recent leader of a viable country (outsideNorth Korea, in other words) is so honoured—not even ones that did agood job. 虽然直到他过世後，松开了对中国牢牢的控制，中国经济才开始飞跃，但即使对于今天的中国经济，毛泽东仍有象征意义。他的头像，被那些在他当权时被狠狠踩在脚下的资本家和走资派们印在钞票上，印在书包，T恤，像章，手表等一切可以售卖的商品上。这样的殊荣，没有哪一个近代领导人享受过（朝鲜除外）——即使是那些同样功勋卓著的领导人们。 It was not a nurturing management style that won Mao this adulation.According to Jung Chang's and Jon Halliday's “Mao, the Unknown Story”,admittedly an unsympathetic portrait, he was responsible for “70mdeaths, more than any other 20th-century leader”. But why stop at the20th century? In Chinese history, only Emperor Qin Shi Huang, whostarted building the Great Wall (in which each brick is said to havecost a life), was competition for Mao; and since the population wasmuch smaller then, Mao is likely to have outdone him in absolutenumbers. Botched economic policies caused most of the carnage. Deng Xiaoping,Mao's successor, turned the policies, and eventually the economy,around. Yet he does not even merit an image on a coin.
让毛泽东获得这样的极端的个人崇拜的，不仅仅是因为这样充满教导意味的管理模式。据张戎和Jon Halliday的著作《毛泽东：鲜为人知的故事》描述的，“他应该为中国七千万在和平时期死去的生命负责，这个数字远远超过了二十世纪任何一个国家”，仅仅是二十世纪么？纵观中国历史，也仅有秦始皇，因为修建用人命堆砌的长城而导致的死亡人数能够与之“媲美”。但是考虑到人口基数的差异，毛泽东在绝对死亡数字上，还是小胜一把。而邓小平，毛泽东的继任者，虽然他扭转了这样食人的政策，彻底改造了中国经济，却连将头像印在哪怕是一枚硬币上的荣耀也没有享有过。 The disparity between Mao's performance and his reputation isinstructive, for behind it are four key ingredients which all badmanagers could profitably employ. 以这样惨绝人寰的施政赢得这样无上的荣耀，这种成功背后的四个秘笈对于每个失败的领导者都具有极大的借鉴意义。
A powerful, mendacious slogan 雄壮有力而空洞的口号 Born a modestly well-off villager, Mao lived likean emperor, carried on litters by peasants, surrounded by concubinesand placated by everyone. Yet his most famous slogan was “Serve thePeople”. This paradox illustrates one aspect of his brilliance: hisability to justify his actions, no matter how entirely self-serving, asbeing done for others. 出生于富农家庭的毛泽东，坐在农民抬的轿子上，过的是三宫六院，万民敬仰，帝王般的生活。而他最有名的口号却是“为人民服务”。这样的自相矛盾却折射出他的某方面的智慧：无论事实上他对其他人做了些什么，他总能使他的行为充满了正当性。 |
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